Cardiff Civic Society (www.cardiffcivicsociety.org) arranged two public consultation events at Cardiff University in May 2009. This presentation covered how the LDP would affect housing and work and the economy. There is a companion presentation for the second meeting.
Part 2 Cardiff Local Development Plan session 2Peter Cox
Cardiff Civic Society (www.cardiffcivicsociety.org) arranged two public consultation events at Cardiff University in May 2009. This presentation covered how the LDP would affect transport and the environment. There is a companion presentation for the second meeting.
Low Carbon Policy and the Cambridgeshire Renewables Infrastructure Framework ...crifcambs
An overview of low carbon policy, the UK energy trilemma and what this means for Cambridgeshire.
Presented to Cleantech members on 10 October 2011 by Sheryl French, CRIF
Part 2 Cardiff Local Development Plan session 2Peter Cox
Cardiff Civic Society (www.cardiffcivicsociety.org) arranged two public consultation events at Cardiff University in May 2009. This presentation covered how the LDP would affect transport and the environment. There is a companion presentation for the second meeting.
Low Carbon Policy and the Cambridgeshire Renewables Infrastructure Framework ...crifcambs
An overview of low carbon policy, the UK energy trilemma and what this means for Cambridgeshire.
Presented to Cleantech members on 10 October 2011 by Sheryl French, CRIF
Free morning seminar co-hosted by the Irish Green Building Council. Features launch of Home Performance Index (HPI), keynote presentation from Andrea Reimer, former deputy-mayor of Vancouver as well as presentation of Dublin's future plans for its city from Dublin City Council's John O'Hara.
A presentation by Theodore L. Grabarz, AIA, ASLA Sustainability Director, City of Bridgeport.
Bridgeport Harbor and Riverfront Recapture
Legal and Land Use Training Workshop.
City of Bridgeport Sustainability Program
BGREEN to Be the Future.
A lecture given by Professor Punter on 8 December 2010 outlining his views for housing development in cardiff. Uploaded by Cardiff Civic Society by permission.
www.cardiffcivicsociety.org
APM webinar held on 4 May 2021. Organised by the APM Midlands Branch
Presenter: Rob Leslie-Carter
With COP26 looming ever closer, the project management profession needs to accelerate developing our knowledge and skills to align our operations with our ambitions.
Arup Director Rob Leslie-Carter joined us to discuss the route to achieving net zero through programmes and projects, and how every project manager can influence sustainable development.
Rob has very kindly allowed his presented material to be made available for viewing.
The slides on Slideshare and the webinar recording on YouTube is now available in our APM resources area and also embedded below for reference.
Questions raised during the recording will be reviewed and published with the speaker responses in the near future.
Useful links:
https://youtu.be/EKRNritCXkI
https://www.apm.org.uk/news/cop26-is-coming-how-project-managers-influence-sustainable-development-webinar/
The role of forest in climate change mitigation: Introduction to REDD+ initia...CIFOR-ICRAF
Presented by Stibniati Atmadja (CIFOR-ICRAF) at "IFSA Spring Course 2024: The future of forest labour and the carbon neutrality projection" on 19 Mar 2024
CPD Presentation given by Jonathan Braddick Chartered Architects Devon as part of the Royal Institute of British Architects ( RIBA ) South West City Club CPD curriculum 2013.
The presentation explores the impact the National Planning Policy Framework has had on the planning process (if any) since its introduction.
Jonathan Braddick is a RIBA Chartered Architect based near Exeter in Devon, specialising in one off bespoke residential design and construction.Jonathan is the immediate past Chairman of the Plymouth Branch of the Royal Institute of British Architects (RIBA) and the current Chairman elect of the South West Region of the Royal Institute of British Architects ( RIBA ).
Jonathan is a member of the Royal Borough of Windsor and Maidenhead Design Review Panel and the founder and chair of the Devon and Somerset Design Review Panels.
For more information on the author please visit th following links:
http://www.jonathanbraddick.co.uk
&
http://www.designreviewpanel.co.uk
disclaimer: the information contained within the presentation is Copyright Jonathan Braddick 2013, for discussion purposes only and should not be relied upon or used for any other purpose whatsoever.
Dr Carol Sweetenham's presentation at NCVO's conference on 10 December 2014, on European Structural and Investment Funds 2014-2020: from policy to practice – explores how the Voluntary and Community Sector will engage in the new Programme.
For more information, visit NCVO's European Funding Network website http://europeanfundingnetwork.eu/
Find out more about NCVO's upcoming events http://www.ncvo.org.uk/training-and-events/events-listing
European Structural and Investment Funds: Delivery of the Programmes, Dr Carol Sweetenham, DCLG, December 2014
Opportunities and challenges to developing REDD+ benefit sharing mechanisms i...CIFOR-ICRAF
CIFOR scientist Robert Nasi gave this presentation on 15 October 2012 during the 11th Conference of Parties to the Convention on Biological Diversity (CBD COP11).
This presentation was held during the 5th GIB Summit, May 27-28 2015.
The presentation and more information on the Global Infrastructure Basel Foundation are available on www.gib-foundation.org
C40 Climate Leadership Groupin Zachary Tofiaksen esitys Cities Acting Together on Climate Change Sitran kaupunkeihin uutta voimaa resurssiviisaudesta -tilaisuudessa 2.6.2015
Recruiting boards: Charity and Voluntary Sector Group ICAEW Peter Cox
Presentation by Peter D Cox to a breakout group at the 2014 Annual Conference of the Charity and Voluntary Sector Group of the ICAEW held at Chartered Accountants' Hall, London 13 November.
Intended to inform and promote discussion about the role of trustees, boards of third sector organisations, and recruiting suitable board members/trustees.
First in a series of Cardiff Civic Society (cardiffcivicsociety.org) events on Seeing Things - at Chapter Arts Centre on 3rd March 2011.
These lecture/discussions are deigned to stimulate knowledge and debate about what we see in our city.
Elaine Davey is Victorian Society Wales Group Chair
More Related Content
Similar to Part 1 Cardiff Local Development Plan session 1
Free morning seminar co-hosted by the Irish Green Building Council. Features launch of Home Performance Index (HPI), keynote presentation from Andrea Reimer, former deputy-mayor of Vancouver as well as presentation of Dublin's future plans for its city from Dublin City Council's John O'Hara.
A presentation by Theodore L. Grabarz, AIA, ASLA Sustainability Director, City of Bridgeport.
Bridgeport Harbor and Riverfront Recapture
Legal and Land Use Training Workshop.
City of Bridgeport Sustainability Program
BGREEN to Be the Future.
A lecture given by Professor Punter on 8 December 2010 outlining his views for housing development in cardiff. Uploaded by Cardiff Civic Society by permission.
www.cardiffcivicsociety.org
APM webinar held on 4 May 2021. Organised by the APM Midlands Branch
Presenter: Rob Leslie-Carter
With COP26 looming ever closer, the project management profession needs to accelerate developing our knowledge and skills to align our operations with our ambitions.
Arup Director Rob Leslie-Carter joined us to discuss the route to achieving net zero through programmes and projects, and how every project manager can influence sustainable development.
Rob has very kindly allowed his presented material to be made available for viewing.
The slides on Slideshare and the webinar recording on YouTube is now available in our APM resources area and also embedded below for reference.
Questions raised during the recording will be reviewed and published with the speaker responses in the near future.
Useful links:
https://youtu.be/EKRNritCXkI
https://www.apm.org.uk/news/cop26-is-coming-how-project-managers-influence-sustainable-development-webinar/
The role of forest in climate change mitigation: Introduction to REDD+ initia...CIFOR-ICRAF
Presented by Stibniati Atmadja (CIFOR-ICRAF) at "IFSA Spring Course 2024: The future of forest labour and the carbon neutrality projection" on 19 Mar 2024
CPD Presentation given by Jonathan Braddick Chartered Architects Devon as part of the Royal Institute of British Architects ( RIBA ) South West City Club CPD curriculum 2013.
The presentation explores the impact the National Planning Policy Framework has had on the planning process (if any) since its introduction.
Jonathan Braddick is a RIBA Chartered Architect based near Exeter in Devon, specialising in one off bespoke residential design and construction.Jonathan is the immediate past Chairman of the Plymouth Branch of the Royal Institute of British Architects (RIBA) and the current Chairman elect of the South West Region of the Royal Institute of British Architects ( RIBA ).
Jonathan is a member of the Royal Borough of Windsor and Maidenhead Design Review Panel and the founder and chair of the Devon and Somerset Design Review Panels.
For more information on the author please visit th following links:
http://www.jonathanbraddick.co.uk
&
http://www.designreviewpanel.co.uk
disclaimer: the information contained within the presentation is Copyright Jonathan Braddick 2013, for discussion purposes only and should not be relied upon or used for any other purpose whatsoever.
Dr Carol Sweetenham's presentation at NCVO's conference on 10 December 2014, on European Structural and Investment Funds 2014-2020: from policy to practice – explores how the Voluntary and Community Sector will engage in the new Programme.
For more information, visit NCVO's European Funding Network website http://europeanfundingnetwork.eu/
Find out more about NCVO's upcoming events http://www.ncvo.org.uk/training-and-events/events-listing
European Structural and Investment Funds: Delivery of the Programmes, Dr Carol Sweetenham, DCLG, December 2014
Opportunities and challenges to developing REDD+ benefit sharing mechanisms i...CIFOR-ICRAF
CIFOR scientist Robert Nasi gave this presentation on 15 October 2012 during the 11th Conference of Parties to the Convention on Biological Diversity (CBD COP11).
This presentation was held during the 5th GIB Summit, May 27-28 2015.
The presentation and more information on the Global Infrastructure Basel Foundation are available on www.gib-foundation.org
C40 Climate Leadership Groupin Zachary Tofiaksen esitys Cities Acting Together on Climate Change Sitran kaupunkeihin uutta voimaa resurssiviisaudesta -tilaisuudessa 2.6.2015
Similar to Part 1 Cardiff Local Development Plan session 1 (20)
Recruiting boards: Charity and Voluntary Sector Group ICAEW Peter Cox
Presentation by Peter D Cox to a breakout group at the 2014 Annual Conference of the Charity and Voluntary Sector Group of the ICAEW held at Chartered Accountants' Hall, London 13 November.
Intended to inform and promote discussion about the role of trustees, boards of third sector organisations, and recruiting suitable board members/trustees.
First in a series of Cardiff Civic Society (cardiffcivicsociety.org) events on Seeing Things - at Chapter Arts Centre on 3rd March 2011.
These lecture/discussions are deigned to stimulate knowledge and debate about what we see in our city.
Elaine Davey is Victorian Society Wales Group Chair
Public Art in Cardiff: Peter D Cox Cardiff Civic Society event Chapter 04042011Peter Cox
Slides only (sadly no script but see http://tinyurl.com/ccstalk2
for article) about public art in the city.
Second in a series of talks/discussions about the aesthetics of city life - more details on cardiffcivicsociety.org.
Peter D Cox can be followed on twitter @peterdcox
Punter, J. ed. (2010) Urban Design and the British Urban Renaissance, Abingdon, Routledge: xx & 371pp: 105 illustrations: in paper (ISBN 978-0-415-44303-6) and hard back: chapters on four parts of London and each of the 12 major UK cities
Uploaded by permission following CPlan lecture by Professor Punter at Cardiff University January 2010
Bute Parks Alliance (www.buteparksalliance.org) presentation made to a number of organisations to update them on the encroachment of Cardiff's historic parklands.
Saving Cardiff parkland heritage - presentation to Council May 2009Peter Cox
Given to Cardiff Councillors on 7th May 2009 who were considering the economic impact of parks. Presented by Peter Cox with David Eggleton and Jeanne-Helene Eggleton all members of Bute Parks Alliance (www.buteparksalliance.org)
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
3. CARDIFF DEPOSIT
Local Development Plan
2006 - 2021
March 2009
Discussing the local development plan
LDPCOVER_Master_23.3.09.indd 1 25/03/2009 14:38:21
A plan for Cardiff?
4. Cardiff
Civic
CARDIFF DEPOSIT
Local Development Plan
2006 - 2021
Society
March 2009
Discussing the local development plan
LDPCOVER_Master_23.3.09.indd 1 25/03/2009 14:38:21
A plan for Cardiff?
5. 18th & 20th May 2009 6.15pm
Committee Rooms, Frameworks for urban Transport that is
A 21st century work Safeguarding the
Glamorgan Building Cardiff living environment sustainable environment
University sponsored by Keynote: Professor John Keynote: The Work Keynote: Professor Stuart Keynote: tba
Cardiff Civic Society Punter, professor of Urban Foundation/Ideopolis - key Cole, professor of
Design Cardiff University findings Transport Cardiff University
Discussing the Local Development Plan
A Plan for Cardiff? With two topics being covered on each
Cardiff Civic Society is sponsoring two
evening workshops where Cardiff residents, evening, participants will have covered four of
local groups and experts can discuss the the major impact areas of the LDP:
newly submitted Local Development Plan
(LDP) in order to formulate comments to the Monday 18th May
Council - which must be made by Frameworks for urban living, housing and
9th June 2009. communities
The work environment for the next twenty
Each of the four sessions will: years
• outline from the LDP itself what the impacts
would be if it is implemented as deposited Wednesday 20th May
• have a keynote contribution outlining what Sustainable transport - systems and patterns
some of the major future needs of people and for a changed world
opportunities will be Maintaining our environment - the price of a
• give an opportunity - in a facilitated
discussion - to inform what submissions might carbon footprint
be made during the LDP consultation period. Email: ka.allen@btinternet.com for details
This is a Wordle (wordle.net)
of the Cardiff LDP
7. Session 1
- What the LDP says about housing and
urban design
- Keynote: John Punter: Urban design
and housing
- Discussion moderated by Neil Harris
7.30 pm - break for networking 20
minutes
9. Session 2
- What the LDP says about work and
the economy
- Keynote: presentation from Ideopolis -
The Work Foundation
- Discussion moderated by Neil Harris
- Final summation of both sessions
11. The LDP “Vision”
To ensure Cardiff is a world class
European capital city with an
exceptional quality of life and at the
heart of a competitive city region.
13. Economic Vision
To ensure that Cardiff, as a competitive
international capital city, is an inclusive,
vibrant and thriving city in which to live
and work, with a skilled and creative
workforce and a buoyant business
environment
19. Strategic objectives to deliver the
vision
Mitigate and adapt to climate change and set high standards for
sustainable design
20. Strategic objectives to deliver the
vision
Mitigate and adapt to climate change and set high standards for
sustainable design
Deliver sustainable growth for Cardiff and the city-region
21. Strategic objectives to deliver the
vision
Mitigate and adapt to climate change and set high standards for
sustainable design
Deliver sustainable growth for Cardiff and the city-region
Protect and enhance features of Cardiff’s natural and built heritage
22. Strategic objectives to deliver the
vision
Mitigate and adapt to climate change and set high standards for
sustainable design
Deliver sustainable growth for Cardiff and the city-region
Protect and enhance features of Cardiff’s natural and built heritage
Create sustainable communities and improve the quality of life
23. Strategic objectives to deliver the
vision
Mitigate and adapt to climate change and set high standards for
sustainable design
Deliver sustainable growth for Cardiff and the city-region
Protect and enhance features of Cardiff’s natural and built heritage
Create sustainable communities and improve the quality of life
Protect natural resources and tackle pollution
24. Strategic objectives to deliver the
vision
Mitigate and adapt to climate change and set high standards for
sustainable design
Deliver sustainable growth for Cardiff and the city-region
Protect and enhance features of Cardiff’s natural and built heritage
Create sustainable communities and improve the quality of life
Protect natural resources and tackle pollution
Secure an adequate supply of minerals and reduce waste
25. Strategic objectives to deliver the
vision
Mitigate and adapt to climate change and set high standards for
sustainable design
Deliver sustainable growth for Cardiff and the city-region
Protect and enhance features of Cardiff’s natural and built heritage
Create sustainable communities and improve the quality of life
Protect natural resources and tackle pollution
Secure an adequate supply of minerals and reduce waste
Secure Planning Obligations to deliver infrastructure and meet needs
29. Policy summary from LDP
High growth housing targets
to match projected
employment growth
30. Policy summary from LDP
High growth housing targets
to match projected
employment growth
40% affordable, full range/
mix
31. Policy summary from LDP
High growth housing targets
to match projected
employment growth
40% affordable, full range/
mix
attention to safety
32. Policy summary from LDP
High growth housing targets
to match projected
employment growth
40% affordable, full range/
mix
attention to safety
predominantly using
brownfield sites
33. Policy summary from LDP
High growth housing targets 2021 - housing will be
to match projected
employment growth
40% affordable, full range/
mix
attention to safety
predominantly using
brownfield sites
34. Policy summary from LDP
High growth housing targets 2021 - housing will be
to match projected
at increasing high density
employment growth
40% affordable, full range/
mix
attention to safety
predominantly using
brownfield sites
35. Policy summary from LDP
High growth housing targets 2021 - housing will be
to match projected
at increasing high density
employment growth
more affordable
40% affordable, full range/
mix
attention to safety
predominantly using
brownfield sites
36. Policy summary from LDP
High growth housing targets 2021 - housing will be
to match projected
at increasing high density
employment growth
more affordable
40% affordable, full range/
mix give attention to design -
layout - safety
attention to safety
predominantly using
brownfield sites
39. Housing growth
27,442 new dwellings average 1,829 pa
this is higher than 5 year average 1,811
40. Housing growth
27,442 new dwellings average 1,829 pa
this is higher than 5 year average 1,811
significantly higher than 10 year average of 1,513
41. Housing growth
27,442 new dwellings average 1,829 pa
this is higher than 5 year average 1,811
significantly higher than 10 year average of 1,513
“Current evidence suggests a significant decrease in units to be
completed due to economic downturn”
42. Housing growth
27,442 new dwellings average 1,829 pa
this is higher than 5 year average 1,811
significantly higher than 10 year average of 1,513
“Current evidence suggests a significant decrease in units to be
completed due to economic downturn”
proposed growth is:
43. Housing growth
27,442 new dwellings average 1,829 pa
this is higher than 5 year average 1,811
significantly higher than 10 year average of 1,513
“Current evidence suggests a significant decrease in units to be
completed due to economic downturn”
proposed growth is:
below level in Cardiff 2008 LHMA
44. Housing growth
27,442 new dwellings average 1,829 pa
this is higher than 5 year average 1,811
significantly higher than 10 year average of 1,513
“Current evidence suggests a significant decrease in units to be
completed due to economic downturn”
proposed growth is:
below level in Cardiff 2008 LHMA
higher than SE Wales Regional Apportionment Exercise
46. Community safety and creating a
safe environment
All new development shall be designed to promote a safe and secure
environment and minimise the opportunity for crime:
47. Community safety and creating a
safe environment
All new development shall be designed to promote a safe and secure
environment and minimise the opportunity for crime:
Maximise natural surveillance of areas which may be vulnerable to crime such
as publicly accessible spaces, open space, car parking areas and footpaths
48. Community safety and creating a
safe environment
All new development shall be designed to promote a safe and secure
environment and minimise the opportunity for crime:
Maximise natural surveillance of areas which may be vulnerable to crime such
as publicly accessible spaces, open space, car parking areas and footpaths
Have well defined routes, spaces and entrances that provide convenient
movement without compromising security;
49. Community safety and creating a
safe environment
All new development shall be designed to promote a safe and secure
environment and minimise the opportunity for crime:
Maximise natural surveillance of areas which may be vulnerable to crime such
as publicly accessible spaces, open space, car parking areas and footpaths
Have well defined routes, spaces and entrances that provide convenient
movement without compromising security;
Maintain perceptible distinction between public and private spaces through
well defined boundaries and defensible space;
50. Community safety and creating a
safe environment
All new development shall be designed to promote a safe and secure
environment and minimise the opportunity for crime:
Maximise natural surveillance of areas which may be vulnerable to crime such
as publicly accessible spaces, open space, car parking areas and footpaths
Have well defined routes, spaces and entrances that provide convenient
movement without compromising security;
Maintain perceptible distinction between public and private spaces through
well defined boundaries and defensible space;
Provide a good standard of lighting to public spaces and routes while
minimising light pollution
51. Community safety and creating a
safe environment
All new development shall be designed to promote a safe and secure
environment and minimise the opportunity for crime:
Maximise natural surveillance of areas which may be vulnerable to crime such
as publicly accessible spaces, open space, car parking areas and footpaths
Have well defined routes, spaces and entrances that provide convenient
movement without compromising security;
Maintain perceptible distinction between public and private spaces through
well defined boundaries and defensible space;
Provide a good standard of lighting to public spaces and routes while
minimising light pollution
Be designed with management and maintenance in mind, to discourage
crime in the present and future
61. Policy summary from LDP
Jobs are 88% service sector
- 25% business & financial
62. Policy summary from LDP
Jobs are 88% service sector
- 25% business & financial
Planned city office
development for 20k jobs
63. Policy summary from LDP
Jobs are 88% service sector
- 25% business & financial
Planned city office
development for 20k jobs
Retain ‘urban village’ feel at
city sites
64. Policy summary from LDP
Jobs are 88% service sector
- 25% business & financial
Planned city office
development for 20k jobs
Retain ‘urban village’ feel at
city sites
IBP to attract creative -
bioscience - IT - HQ for air
links
65. Policy summary from LDP
Jobs are 88% service sector Small, green technology site
- 25% business & financial
Planned city office
development for 20k jobs
Retain ‘urban village’ feel at
city sites
IBP to attract creative -
bioscience - IT - HQ for air
links
66. Policy summary from LDP
Jobs are 88% service sector Small, green technology site
- 25% business & financial
Focus on high skill jobs
Planned city office
development for 20k jobs
Retain ‘urban village’ feel at
city sites
IBP to attract creative -
bioscience - IT - HQ for air
links
67. Policy summary from LDP
Jobs are 88% service sector Small, green technology site
- 25% business & financial
Focus on high skill jobs
Planned city office
2021 offices will be:
development for 20k jobs
Retain ‘urban village’ feel at
city sites
IBP to attract creative -
bioscience - IT - HQ for air
links
68. Policy summary from LDP
Jobs are 88% service sector Small, green technology site
- 25% business & financial
Focus on high skill jobs
Planned city office
2021 offices will be:
development for 20k jobs
high rise in city centre
Retain ‘urban village’ feel at
city sites
IBP to attract creative -
bioscience - IT - HQ for air
links
69. Policy summary from LDP
Jobs are 88% service sector Small, green technology site
- 25% business & financial
Focus on high skill jobs
Planned city office
2021 offices will be:
development for 20k jobs
high rise in city centre
Retain ‘urban village’ feel at
city sites urban village mixed economy
IBP to attract creative -
bioscience - IT - HQ for air
links
70. Policy summary from LDP
Jobs are 88% service sector Small, green technology site
- 25% business & financial
Focus on high skill jobs
Planned city office
2021 offices will be:
development for 20k jobs
high rise in city centre
Retain ‘urban village’ feel at
city sites urban village mixed economy
IBP to attract creative - IBP HQ at junction 32, M4
bioscience - IT - HQ for air
links
72. Delivering sustainable growth
Support the development of Cardiff as the heart of a sustainable
competitive and integrated city region
73. Delivering sustainable growth
Support the development of Cardiff as the heart of a sustainable
competitive and integrated city region
Maintain and enhance the vitality, attractiveness and viability of the
City Centre as a place to work and live as the principal and most
accessible commercial, administrative and visitor focus of the city
region
74. Delivering sustainable growth
Support the development of Cardiff as the heart of a sustainable
competitive and integrated city region
Maintain and enhance the vitality, attractiveness and viability of the
City Centre as a place to work and live as the principal and most
accessible commercial, administrative and visitor focus of the city
region
Progress the regeneration of Cardiff Bay to provide new and
accessible housing, employment and leisure opportunities and
visitor attractions
76. Delivering sustainable growth
continued
Ensure a range and choice of employment land and business
premises is provided to maintain and improve the economic
competitiveness of the city, encourage entrepreneurship, promote
growth of indigenous businesses and attract inward investment.
77. Delivering sustainable growth
continued
Ensure a range and choice of employment land and business
premises is provided to maintain and improve the economic
competitiveness of the city, encourage entrepreneurship, promote
growth of indigenous businesses and attract inward investment.
Assist the promotion of Cardiff as a major tourist destination
including the provision of the development of a variety of good
quality tourist facilities and visitor accommodation
78. Delivering sustainable growth
continued
Ensure a range and choice of employment land and business
premises is provided to maintain and improve the economic
competitiveness of the city, encourage entrepreneurship, promote
growth of indigenous businesses and attract inward investment.
Assist the promotion of Cardiff as a major tourist destination
including the provision of the development of a variety of good
quality tourist facilities and visitor accommodation
Support the development of an integrated transport system
80. Capacity
there could be 400,00 sq m of office space developed in Bay and
south Cardiff - for 20,000 employees
81. Capacity
there could be 400,00 sq m of office space developed in Bay and
south Cardiff - for 20,000 employees
three hectares at Cardiff Gate for business development
82. Capacity
there could be 400,00 sq m of office space developed in Bay and
south Cardiff - for 20,000 employees
three hectares at Cardiff Gate for business development
General industry and warehousing - Wentloog (28 ha), Pengam (10
ha), Leckwith (8 ha)
83. Capacity
there could be 400,00 sq m of office space developed in Bay and
south Cardiff - for 20,000 employees
three hectares at Cardiff Gate for business development
General industry and warehousing - Wentloog (28 ha), Pengam (10
ha), Leckwith (8 ha)
A new business park at junction 33 M4 (131 ha)
84. Capacity
there could be 400,00 sq m of office space developed in Bay and
south Cardiff - for 20,000 employees
three hectares at Cardiff Gate for business development
General industry and warehousing - Wentloog (28 ha), Pengam (10
ha), Leckwith (8 ha)
A new business park at junction 33 M4 (131 ha)
There is sufficient land to accommodate projected employment
growth
86. Employment growth
The LDP would accommodate the 10.7% growth in jobs in Cardiff
(23,200 jobs), forecast by Cambridge Econometrics between 2006
and 2021, if current trends continue.
87. Employment growth
The LDP would accommodate the 10.7% growth in jobs in Cardiff
(23,200 jobs), forecast by Cambridge Econometrics between 2006
and 2021, if current trends continue.
This forecast forms the basis for the current Economic Strategy for
Cardiff and would enable the city to maintain its role within the
regional and national economies
88. Retail growth
Given the level of recent and current retail development in the city
(90,000 sq m at St David's 2), it is not anticipated that there will be a
requirement for substantial additional retail floor space over the Plan
period.
131. Next steps ...
Cardiff Civic Society
will document the key points from these sessions
make inputs on the topics to Cardiff Council for 9th June
You
make sure CCS has your contact details, email address etc
can join CCS
make individual input to the LDP consultation (but be aware of the
strict method and timetable)
133. Part 2:
Wednesday,
Cardiff
same time and Civic
place.
Transport,
Society
Environment. Discussing the local development plan
See you here! A plan for Cardiff?
Editor's Notes
BT supported The Work Foundation to conduct research on how technology was affecting relationships at work.
This was because they recognised that the UK economy has evolved from one dominated by basic manufacturing to becoming what is often called a ‘knowledge economy’. There are more women in the workforce, and the workforce is also more ethnically diverse than it has ever been. Technology has underpinned the changes and revolutionised the world of business. Use of computers and communications devices in a work context has changed business models, relationships at work and relationships with customers.
I’m going to present a snapshot of the findings we gained through conducting interviews with academics, leading thinkers and organisations, which informed a survey of 1243 people.
The vast majority of people have access to ‘older’ technologies such as desktop computers, email and the internet at work
BUT: 8 per cent of respondents continue not to have any access to even these technologies at work.
Nearly half of respondents (45 per cent) have access to and use one or more forms of new technology a day at work
BUT Some of the ‘newer’ technologies are less widespread: the least widespread technologies at work are Virtual World Technologies (used by 3 per cent of respondents), Miniblogs (4 per cent), Social Networking (13 per cent), Blogs (13 per cent) and Wikis (18 per cent).
Access to new technologies varies by sector: IT, Telecommunications and Media and Leisure businesses are most likely to offer access, whilst Transport & Logistics, Retail and Public Sector organisations are least likely to do so
Most people started using technologies at home before they used them at work
The majority of respondents have been using desktops, laptops, mobiles, email, the internet, instant messaging, wikis, social networks, virtual world technologies and blogs for longer at home than at work.
The exceptions - videoconferencing, teleconferencing, PDAs, professional networks and Unified Communications – all have much clearer applications at work than at home
Organisations may be missing an opportunity to capitalise upon these skills in the workplace
Additionality: Technologies are not replacing traditional methods of communication but instead complementing them.
Technologies have not replaced face to face contact: 52 per cent of respondents spend more than three hours each day talking face to face.
People spend more time in their average working day using old technologies: 38% of respondents spend more than 3 hours a day sending and responding to emails and 24% spend more than 3 hours a day using the internet
But new technologies are being used: of those who have access to instant messaging, 9 per cent say they use it for more than 3 hours each day. 7 per cent of those with access to professional networks and 6 per cent who have access to social networks at work also spend more than three hours using them on an average working day.
Use of new technologies is associated with confidence in general. Those who access and use one or more new technologies per day at work have significantly more confidence in interpreting people’s thoughts and emotions in face to face meetings than those who do not use new technologies. People who are more confident in communication in general may be more adventurous about using new technologies and those who are not may stick to the ways they know best.
People using new technologies are also selecting which types of communication to use for different relationships. For example, over two thirds (69 per cent) of those with access to instant messaging use it to contact their immediate colleagues, but only 19 per cent would use instant messaging to contact senior managers.
New technologies are also being used to interact with clients: for example 12 per cent of the 407 people with access to instant messaging and 14% of the 226 people with access to professional networks at work use these tools to contact clients,
New technologies are clearly being used to support personal relationships: 52 per cent of those with access to social networking, 20 per cent with access to blogs and 20 per cent with access to instant messaging use it to keep in touch with personal and social contacts not connected to work. This may mirror their use of new technologies in their personal lives.
People also select different technologies for different tasks. For example six in ten (61 per cent) of the 407 people with access to instant messaging to share information internally but only 15 per cent use it to manage others and 11 per cent use it to manage conflict.
Relationships matter: in other words, being satisfied with relationships at work makes it much more likely that an individual will also be satisfied with their job
Most people (76%) still work at a single company premises: where people work has not changed as much as is sometime thought, but nearly a quarter of respondents do not work at a single company premises(14 per cent mainly work in multiple locations, 5 per cent at a mix of company premises and home and 2 per cent mainly at home).
Most people still work in the same place as their colleagues: Similarly, we found that whilst nearly two thirds of people (63 per cent) worked in the same company premises as their immediate colleagues,a significant minority - nearly two in ten (19 per cent) – of people’s colleagues work in multiple different locations
Work friendships are not reliant on working in the same place: nearly two thirds of respondents disagreed with the statement that ’most of their friends work in the same physical place as them’.
RESEARCH NOTES
Measuring social capital: our survey measured social capital by responses to three questions:
* I feel treated fairly by others at work;
* Work colleagues take a personal interest in me;
* My supervisor always considers my best interests when making decisions that concern me.
Measuring job satisfaction: our survey measured job satisfaction by satisfaction ratings for five related areas:
* Pay;
* Job Security;
* The actual work itself;
* The sense of achievement you get from your job;
* Hours worked.
Relationships matter: in other words, being satisfied with relationships at work makes it much more likely that an individual will also be satisfied with their job
Most people (76%) still work at a single company premises: where people work has not changed as much as is sometime thought, but nearly a quarter of respondents do not work at a single company premises(14 per cent mainly work in multiple locations, 5 per cent at a mix of company premises and home and 2 per cent mainly at home).
Most people still work in the same place as their colleagues: Similarly, we found that whilst nearly two thirds of people (63 per cent) worked in the same company premises as their immediate colleagues,a significant minority - nearly two in ten (19 per cent) – of people’s colleagues work in multiple different locations
Work friendships are not reliant on working in the same place: nearly two thirds of respondents disagreed with the statement that ’most of their friends work in the same physical place as them’.
RESEARCH NOTES
Measuring social capital: our survey measured social capital by responses to three questions:
* I feel treated fairly by others at work;
* Work colleagues take a personal interest in me;
* My supervisor always considers my best interests when making decisions that concern me.
Measuring job satisfaction: our survey measured job satisfaction by satisfaction ratings for five related areas:
* Pay;
* Job Security;
* The actual work itself;
* The sense of achievement you get from your job;
* Hours worked.
Relationships matter: in other words, being satisfied with relationships at work makes it much more likely that an individual will also be satisfied with their job
Most people (76%) still work at a single company premises: where people work has not changed as much as is sometime thought, but nearly a quarter of respondents do not work at a single company premises(14 per cent mainly work in multiple locations, 5 per cent at a mix of company premises and home and 2 per cent mainly at home).
Most people still work in the same place as their colleagues: Similarly, we found that whilst nearly two thirds of people (63 per cent) worked in the same company premises as their immediate colleagues,a significant minority - nearly two in ten (19 per cent) – of people’s colleagues work in multiple different locations
Work friendships are not reliant on working in the same place: nearly two thirds of respondents disagreed with the statement that ’most of their friends work in the same physical place as them’.
RESEARCH NOTES
Measuring social capital: our survey measured social capital by responses to three questions:
* I feel treated fairly by others at work;
* Work colleagues take a personal interest in me;
* My supervisor always considers my best interests when making decisions that concern me.
Measuring job satisfaction: our survey measured job satisfaction by satisfaction ratings for five related areas:
* Pay;
* Job Security;
* The actual work itself;
* The sense of achievement you get from your job;
* Hours worked.
Relationships matter: in other words, being satisfied with relationships at work makes it much more likely that an individual will also be satisfied with their job
Most people (76%) still work at a single company premises: where people work has not changed as much as is sometime thought, but nearly a quarter of respondents do not work at a single company premises(14 per cent mainly work in multiple locations, 5 per cent at a mix of company premises and home and 2 per cent mainly at home).
Most people still work in the same place as their colleagues: Similarly, we found that whilst nearly two thirds of people (63 per cent) worked in the same company premises as their immediate colleagues,a significant minority - nearly two in ten (19 per cent) – of people’s colleagues work in multiple different locations
Work friendships are not reliant on working in the same place: nearly two thirds of respondents disagreed with the statement that ’most of their friends work in the same physical place as them’.
RESEARCH NOTES
Measuring social capital: our survey measured social capital by responses to three questions:
* I feel treated fairly by others at work;
* Work colleagues take a personal interest in me;
* My supervisor always considers my best interests when making decisions that concern me.
Measuring job satisfaction: our survey measured job satisfaction by satisfaction ratings for five related areas:
* Pay;
* Job Security;
* The actual work itself;
* The sense of achievement you get from your job;
* Hours worked.
Relationships matter: in other words, being satisfied with relationships at work makes it much more likely that an individual will also be satisfied with their job
Most people (76%) still work at a single company premises: where people work has not changed as much as is sometime thought, but nearly a quarter of respondents do not work at a single company premises(14 per cent mainly work in multiple locations, 5 per cent at a mix of company premises and home and 2 per cent mainly at home).
Most people still work in the same place as their colleagues: Similarly, we found that whilst nearly two thirds of people (63 per cent) worked in the same company premises as their immediate colleagues,a significant minority - nearly two in ten (19 per cent) – of people’s colleagues work in multiple different locations
Work friendships are not reliant on working in the same place: nearly two thirds of respondents disagreed with the statement that ’most of their friends work in the same physical place as them’.
RESEARCH NOTES
Measuring social capital: our survey measured social capital by responses to three questions:
* I feel treated fairly by others at work;
* Work colleagues take a personal interest in me;
* My supervisor always considers my best interests when making decisions that concern me.
Measuring job satisfaction: our survey measured job satisfaction by satisfaction ratings for five related areas:
* Pay;
* Job Security;
* The actual work itself;
* The sense of achievement you get from your job;
* Hours worked.
Relationships matter: in other words, being satisfied with relationships at work makes it much more likely that an individual will also be satisfied with their job
Most people (76%) still work at a single company premises: where people work has not changed as much as is sometime thought, but nearly a quarter of respondents do not work at a single company premises(14 per cent mainly work in multiple locations, 5 per cent at a mix of company premises and home and 2 per cent mainly at home).
Most people still work in the same place as their colleagues: Similarly, we found that whilst nearly two thirds of people (63 per cent) worked in the same company premises as their immediate colleagues,a significant minority - nearly two in ten (19 per cent) – of people’s colleagues work in multiple different locations
Work friendships are not reliant on working in the same place: nearly two thirds of respondents disagreed with the statement that ’most of their friends work in the same physical place as them’.
RESEARCH NOTES
Measuring social capital: our survey measured social capital by responses to three questions:
* I feel treated fairly by others at work;
* Work colleagues take a personal interest in me;
* My supervisor always considers my best interests when making decisions that concern me.
Measuring job satisfaction: our survey measured job satisfaction by satisfaction ratings for five related areas:
* Pay;
* Job Security;
* The actual work itself;
* The sense of achievement you get from your job;
* Hours worked.
Relationships matter: in other words, being satisfied with relationships at work makes it much more likely that an individual will also be satisfied with their job
Most people (76%) still work at a single company premises: where people work has not changed as much as is sometime thought, but nearly a quarter of respondents do not work at a single company premises(14 per cent mainly work in multiple locations, 5 per cent at a mix of company premises and home and 2 per cent mainly at home).
Most people still work in the same place as their colleagues: Similarly, we found that whilst nearly two thirds of people (63 per cent) worked in the same company premises as their immediate colleagues,a significant minority - nearly two in ten (19 per cent) – of people’s colleagues work in multiple different locations
Work friendships are not reliant on working in the same place: nearly two thirds of respondents disagreed with the statement that ’most of their friends work in the same physical place as them’.
RESEARCH NOTES
Measuring social capital: our survey measured social capital by responses to three questions:
* I feel treated fairly by others at work;
* Work colleagues take a personal interest in me;
* My supervisor always considers my best interests when making decisions that concern me.
Measuring job satisfaction: our survey measured job satisfaction by satisfaction ratings for five related areas:
* Pay;
* Job Security;
* The actual work itself;
* The sense of achievement you get from your job;
* Hours worked.
There are significant differences between the types of organisation people say they work for and the type they would like to work for
Most people say their organisation is rule-bound: 85 per cent of respondents characterise their organisation’s culture as being based on formal rules and policies, but only 6 per cent of respondents would prefer to work in this type of organisation.
But most people would prefer to work for a different type of organisation: most people (60%) would prefer to work for an organisation characterised by a culture of loyalty and mutual trust.
People who have access to newer technologies are less likely to characterise their organisations as formal and rule-bound, and more likely to trust their colleagues to do their jobs properly BUT having new technologies does not automatically mean this will happen
Access to new technologies and trust of colleagues: people those who have access to and use one or more new technologies a day at work are also more likely to trust their immediate colleagues to do their job properly
VERY IMPORTANT: the cause and effect issue: it is not possible on the basis of this survey to say that access to new technologies leads to or creates less formal organisational cultures, or vice versa. There is an observed relationship between both factors, but we cannot identify cause and effect from the survey data
Possibilities: it may be that new technologies provide ways for people to develop working relationships that create a different and more flexible culture that feels less rule-bound, or that less formal organisations are more open to new forms of technology
Similarly: it is possible that new technologies may support closer working relationships and facilitate trust in the workplace
RESEARCH NOTES
Organisational Cultures
The survey assessed organisational culture based on four conceptions of organisational culture that have been rigorously tested over a series of surveys. On this basis the survey asked respondents whether the organisation they work for is characterised by:
* Loyalty and mutual trust. Commitment to this organization runs high.
* Commitment to innovation and development. There is an emphasis on being on the cutting edge.
* An emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes.
* Formal rules and policies. Maintaining a smooth-running organization is important.
Respondents were then asked which type of organisation people would prefer to work in the most.
There are significant differences between the types of organisation people say they work for and the type they would like to work for
Most people say their organisation is rule-bound: 85 per cent of respondents characterise their organisation’s culture as being based on formal rules and policies, but only 6 per cent of respondents would prefer to work in this type of organisation.
But most people would prefer to work for a different type of organisation: most people (60%) would prefer to work for an organisation characterised by a culture of loyalty and mutual trust.
People who have access to newer technologies are less likely to characterise their organisations as formal and rule-bound, and more likely to trust their colleagues to do their jobs properly BUT having new technologies does not automatically mean this will happen
Access to new technologies and trust of colleagues: people those who have access to and use one or more new technologies a day at work are also more likely to trust their immediate colleagues to do their job properly
VERY IMPORTANT: the cause and effect issue: it is not possible on the basis of this survey to say that access to new technologies leads to or creates less formal organisational cultures, or vice versa. There is an observed relationship between both factors, but we cannot identify cause and effect from the survey data
Possibilities: it may be that new technologies provide ways for people to develop working relationships that create a different and more flexible culture that feels less rule-bound, or that less formal organisations are more open to new forms of technology
Similarly: it is possible that new technologies may support closer working relationships and facilitate trust in the workplace
RESEARCH NOTES
Organisational Cultures
The survey assessed organisational culture based on four conceptions of organisational culture that have been rigorously tested over a series of surveys. On this basis the survey asked respondents whether the organisation they work for is characterised by:
* Loyalty and mutual trust. Commitment to this organization runs high.
* Commitment to innovation and development. There is an emphasis on being on the cutting edge.
* An emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes.
* Formal rules and policies. Maintaining a smooth-running organization is important.
Respondents were then asked which type of organisation people would prefer to work in the most.
Working relationships matter. The stronger people’s social relationships and the more they feel trusted and trust others, the higher their job satisfaction is likely to be.
New technologies are having an impact on the workplace: not by supplanting traditional forms of communications but by creating new ways to interact with people. People still talk face to face but it is clear from our work that people do not need to work in the same place in order to develop workplace friendships. Access to new technologies provides new ways to communicate with people, ways often familiar to people from using social media in their personal lives. And people are responding to having access to new technologies by making choices about what form of technology to use for different types of interaction: instant messenger is not seen as appropriate to contact senior managers, for example, but it is seen as appropriate for contacting immediate colleagues.
Organisations need to recognise that people prefer to work for places workplaces characterised by strong working relationships and a focus on outputs rather than processes. In the current economic climate there is likely to be a temptation to focus on formal rules and processes. But focusing on outputs, supporting strong working relationships and creating a climate of trust and autonomy is likely to pay dividends by helping people forge closer relationships with colleague and customers and to be happier at work. This does not mean rules should disappear: a culture of loyalty and a focus on outputs can and should still be supported by processes such as performance management. But it does mean that organisations should be thinking much more about supporting strong working relationships to help deliver innovation, ideas and a happier workforce.
New technologies affect how people view their organisational culture. People with access to new technologies are more likely to characterise their organisations as having a culture of mutual trust and loyalty, and more likely to trust their colleagues. This suggests that new technologies may be one way of enabling people to form strong working relationships and to keep in touch with one another day to day.
Organisations need to think about how they can make best use of different forms of communication and different types of technology, old and new. This calls for managers to think innovatively about what tools to use to develop and sustain different relationships and to manage different situations, from dealing with conflict to having a chat. Old and new technologies can complement one another in helping organisations create the kind of culture that people prefer and the relationships that can help to sustain innovation and prosperity in a 21st century economy.
Working relationships matter. The stronger people’s social relationships and the more they feel trusted and trust others, the higher their job satisfaction is likely to be.
New technologies are having an impact on the workplace: not by supplanting traditional forms of communications but by creating new ways to interact with people. People still talk face to face but it is clear from our work that people do not need to work in the same place in order to develop workplace friendships. Access to new technologies provides new ways to communicate with people, ways often familiar to people from using social media in their personal lives. And people are responding to having access to new technologies by making choices about what form of technology to use for different types of interaction: instant messenger is not seen as appropriate to contact senior managers, for example, but it is seen as appropriate for contacting immediate colleagues.
Organisations need to recognise that people prefer to work for places workplaces characterised by strong working relationships and a focus on outputs rather than processes. In the current economic climate there is likely to be a temptation to focus on formal rules and processes. But focusing on outputs, supporting strong working relationships and creating a climate of trust and autonomy is likely to pay dividends by helping people forge closer relationships with colleague and customers and to be happier at work. This does not mean rules should disappear: a culture of loyalty and a focus on outputs can and should still be supported by processes such as performance management. But it does mean that organisations should be thinking much more about supporting strong working relationships to help deliver innovation, ideas and a happier workforce.
New technologies affect how people view their organisational culture. People with access to new technologies are more likely to characterise their organisations as having a culture of mutual trust and loyalty, and more likely to trust their colleagues. This suggests that new technologies may be one way of enabling people to form strong working relationships and to keep in touch with one another day to day.
Organisations need to think about how they can make best use of different forms of communication and different types of technology, old and new. This calls for managers to think innovatively about what tools to use to develop and sustain different relationships and to manage different situations, from dealing with conflict to having a chat. Old and new technologies can complement one another in helping organisations create the kind of culture that people prefer and the relationships that can help to sustain innovation and prosperity in a 21st century economy.
Working relationships matter. The stronger people’s social relationships and the more they feel trusted and trust others, the higher their job satisfaction is likely to be.
New technologies are having an impact on the workplace: not by supplanting traditional forms of communications but by creating new ways to interact with people. People still talk face to face but it is clear from our work that people do not need to work in the same place in order to develop workplace friendships. Access to new technologies provides new ways to communicate with people, ways often familiar to people from using social media in their personal lives. And people are responding to having access to new technologies by making choices about what form of technology to use for different types of interaction: instant messenger is not seen as appropriate to contact senior managers, for example, but it is seen as appropriate for contacting immediate colleagues.
Organisations need to recognise that people prefer to work for places workplaces characterised by strong working relationships and a focus on outputs rather than processes. In the current economic climate there is likely to be a temptation to focus on formal rules and processes. But focusing on outputs, supporting strong working relationships and creating a climate of trust and autonomy is likely to pay dividends by helping people forge closer relationships with colleague and customers and to be happier at work. This does not mean rules should disappear: a culture of loyalty and a focus on outputs can and should still be supported by processes such as performance management. But it does mean that organisations should be thinking much more about supporting strong working relationships to help deliver innovation, ideas and a happier workforce.
New technologies affect how people view their organisational culture. People with access to new technologies are more likely to characterise their organisations as having a culture of mutual trust and loyalty, and more likely to trust their colleagues. This suggests that new technologies may be one way of enabling people to form strong working relationships and to keep in touch with one another day to day.
Organisations need to think about how they can make best use of different forms of communication and different types of technology, old and new. This calls for managers to think innovatively about what tools to use to develop and sustain different relationships and to manage different situations, from dealing with conflict to having a chat. Old and new technologies can complement one another in helping organisations create the kind of culture that people prefer and the relationships that can help to sustain innovation and prosperity in a 21st century economy.
Working relationships matter. The stronger people’s social relationships and the more they feel trusted and trust others, the higher their job satisfaction is likely to be.
New technologies are having an impact on the workplace: not by supplanting traditional forms of communications but by creating new ways to interact with people. People still talk face to face but it is clear from our work that people do not need to work in the same place in order to develop workplace friendships. Access to new technologies provides new ways to communicate with people, ways often familiar to people from using social media in their personal lives. And people are responding to having access to new technologies by making choices about what form of technology to use for different types of interaction: instant messenger is not seen as appropriate to contact senior managers, for example, but it is seen as appropriate for contacting immediate colleagues.
Organisations need to recognise that people prefer to work for places workplaces characterised by strong working relationships and a focus on outputs rather than processes. In the current economic climate there is likely to be a temptation to focus on formal rules and processes. But focusing on outputs, supporting strong working relationships and creating a climate of trust and autonomy is likely to pay dividends by helping people forge closer relationships with colleague and customers and to be happier at work. This does not mean rules should disappear: a culture of loyalty and a focus on outputs can and should still be supported by processes such as performance management. But it does mean that organisations should be thinking much more about supporting strong working relationships to help deliver innovation, ideas and a happier workforce.
New technologies affect how people view their organisational culture. People with access to new technologies are more likely to characterise their organisations as having a culture of mutual trust and loyalty, and more likely to trust their colleagues. This suggests that new technologies may be one way of enabling people to form strong working relationships and to keep in touch with one another day to day.
Organisations need to think about how they can make best use of different forms of communication and different types of technology, old and new. This calls for managers to think innovatively about what tools to use to develop and sustain different relationships and to manage different situations, from dealing with conflict to having a chat. Old and new technologies can complement one another in helping organisations create the kind of culture that people prefer and the relationships that can help to sustain innovation and prosperity in a 21st century economy.
Working relationships matter. The stronger people’s social relationships and the more they feel trusted and trust others, the higher their job satisfaction is likely to be.
New technologies are having an impact on the workplace: not by supplanting traditional forms of communications but by creating new ways to interact with people. People still talk face to face but it is clear from our work that people do not need to work in the same place in order to develop workplace friendships. Access to new technologies provides new ways to communicate with people, ways often familiar to people from using social media in their personal lives. And people are responding to having access to new technologies by making choices about what form of technology to use for different types of interaction: instant messenger is not seen as appropriate to contact senior managers, for example, but it is seen as appropriate for contacting immediate colleagues.
Organisations need to recognise that people prefer to work for places workplaces characterised by strong working relationships and a focus on outputs rather than processes. In the current economic climate there is likely to be a temptation to focus on formal rules and processes. But focusing on outputs, supporting strong working relationships and creating a climate of trust and autonomy is likely to pay dividends by helping people forge closer relationships with colleague and customers and to be happier at work. This does not mean rules should disappear: a culture of loyalty and a focus on outputs can and should still be supported by processes such as performance management. But it does mean that organisations should be thinking much more about supporting strong working relationships to help deliver innovation, ideas and a happier workforce.
New technologies affect how people view their organisational culture. People with access to new technologies are more likely to characterise their organisations as having a culture of mutual trust and loyalty, and more likely to trust their colleagues. This suggests that new technologies may be one way of enabling people to form strong working relationships and to keep in touch with one another day to day.
Organisations need to think about how they can make best use of different forms of communication and different types of technology, old and new. This calls for managers to think innovatively about what tools to use to develop and sustain different relationships and to manage different situations, from dealing with conflict to having a chat. Old and new technologies can complement one another in helping organisations create the kind of culture that people prefer and the relationships that can help to sustain innovation and prosperity in a 21st century economy.
Working relationships matter. The stronger people’s social relationships and the more they feel trusted and trust others, the higher their job satisfaction is likely to be.
New technologies are having an impact on the workplace: not by supplanting traditional forms of communications but by creating new ways to interact with people. People still talk face to face but it is clear from our work that people do not need to work in the same place in order to develop workplace friendships. Access to new technologies provides new ways to communicate with people, ways often familiar to people from using social media in their personal lives. And people are responding to having access to new technologies by making choices about what form of technology to use for different types of interaction: instant messenger is not seen as appropriate to contact senior managers, for example, but it is seen as appropriate for contacting immediate colleagues.
Organisations need to recognise that people prefer to work for places workplaces characterised by strong working relationships and a focus on outputs rather than processes. In the current economic climate there is likely to be a temptation to focus on formal rules and processes. But focusing on outputs, supporting strong working relationships and creating a climate of trust and autonomy is likely to pay dividends by helping people forge closer relationships with colleague and customers and to be happier at work. This does not mean rules should disappear: a culture of loyalty and a focus on outputs can and should still be supported by processes such as performance management. But it does mean that organisations should be thinking much more about supporting strong working relationships to help deliver innovation, ideas and a happier workforce.
New technologies affect how people view their organisational culture. People with access to new technologies are more likely to characterise their organisations as having a culture of mutual trust and loyalty, and more likely to trust their colleagues. This suggests that new technologies may be one way of enabling people to form strong working relationships and to keep in touch with one another day to day.
Organisations need to think about how they can make best use of different forms of communication and different types of technology, old and new. This calls for managers to think innovatively about what tools to use to develop and sustain different relationships and to manage different situations, from dealing with conflict to having a chat. Old and new technologies can complement one another in helping organisations create the kind of culture that people prefer and the relationships that can help to sustain innovation and prosperity in a 21st century economy.
Working relationships matter. The stronger people’s social relationships and the more they feel trusted and trust others, the higher their job satisfaction is likely to be.
New technologies are having an impact on the workplace: not by supplanting traditional forms of communications but by creating new ways to interact with people. People still talk face to face but it is clear from our work that people do not need to work in the same place in order to develop workplace friendships. Access to new technologies provides new ways to communicate with people, ways often familiar to people from using social media in their personal lives. And people are responding to having access to new technologies by making choices about what form of technology to use for different types of interaction: instant messenger is not seen as appropriate to contact senior managers, for example, but it is seen as appropriate for contacting immediate colleagues.
Organisations need to recognise that people prefer to work for places workplaces characterised by strong working relationships and a focus on outputs rather than processes. In the current economic climate there is likely to be a temptation to focus on formal rules and processes. But focusing on outputs, supporting strong working relationships and creating a climate of trust and autonomy is likely to pay dividends by helping people forge closer relationships with colleague and customers and to be happier at work. This does not mean rules should disappear: a culture of loyalty and a focus on outputs can and should still be supported by processes such as performance management. But it does mean that organisations should be thinking much more about supporting strong working relationships to help deliver innovation, ideas and a happier workforce.
New technologies affect how people view their organisational culture. People with access to new technologies are more likely to characterise their organisations as having a culture of mutual trust and loyalty, and more likely to trust their colleagues. This suggests that new technologies may be one way of enabling people to form strong working relationships and to keep in touch with one another day to day.
Organisations need to think about how they can make best use of different forms of communication and different types of technology, old and new. This calls for managers to think innovatively about what tools to use to develop and sustain different relationships and to manage different situations, from dealing with conflict to having a chat. Old and new technologies can complement one another in helping organisations create the kind of culture that people prefer and the relationships that can help to sustain innovation and prosperity in a 21st century economy.
Working relationships matter. The stronger people’s social relationships and the more they feel trusted and trust others, the higher their job satisfaction is likely to be.
New technologies are having an impact on the workplace: not by supplanting traditional forms of communications but by creating new ways to interact with people. People still talk face to face but it is clear from our work that people do not need to work in the same place in order to develop workplace friendships. Access to new technologies provides new ways to communicate with people, ways often familiar to people from using social media in their personal lives. And people are responding to having access to new technologies by making choices about what form of technology to use for different types of interaction: instant messenger is not seen as appropriate to contact senior managers, for example, but it is seen as appropriate for contacting immediate colleagues.
Organisations need to recognise that people prefer to work for places workplaces characterised by strong working relationships and a focus on outputs rather than processes. In the current economic climate there is likely to be a temptation to focus on formal rules and processes. But focusing on outputs, supporting strong working relationships and creating a climate of trust and autonomy is likely to pay dividends by helping people forge closer relationships with colleague and customers and to be happier at work. This does not mean rules should disappear: a culture of loyalty and a focus on outputs can and should still be supported by processes such as performance management. But it does mean that organisations should be thinking much more about supporting strong working relationships to help deliver innovation, ideas and a happier workforce.
New technologies affect how people view their organisational culture. People with access to new technologies are more likely to characterise their organisations as having a culture of mutual trust and loyalty, and more likely to trust their colleagues. This suggests that new technologies may be one way of enabling people to form strong working relationships and to keep in touch with one another day to day.
Organisations need to think about how they can make best use of different forms of communication and different types of technology, old and new. This calls for managers to think innovatively about what tools to use to develop and sustain different relationships and to manage different situations, from dealing with conflict to having a chat. Old and new technologies can complement one another in helping organisations create the kind of culture that people prefer and the relationships that can help to sustain innovation and prosperity in a 21st century economy.
Working relationships matter. The stronger people’s social relationships and the more they feel trusted and trust others, the higher their job satisfaction is likely to be.
New technologies are having an impact on the workplace: not by supplanting traditional forms of communications but by creating new ways to interact with people. People still talk face to face but it is clear from our work that people do not need to work in the same place in order to develop workplace friendships. Access to new technologies provides new ways to communicate with people, ways often familiar to people from using social media in their personal lives. And people are responding to having access to new technologies by making choices about what form of technology to use for different types of interaction: instant messenger is not seen as appropriate to contact senior managers, for example, but it is seen as appropriate for contacting immediate colleagues.
Organisations need to recognise that people prefer to work for places workplaces characterised by strong working relationships and a focus on outputs rather than processes. In the current economic climate there is likely to be a temptation to focus on formal rules and processes. But focusing on outputs, supporting strong working relationships and creating a climate of trust and autonomy is likely to pay dividends by helping people forge closer relationships with colleague and customers and to be happier at work. This does not mean rules should disappear: a culture of loyalty and a focus on outputs can and should still be supported by processes such as performance management. But it does mean that organisations should be thinking much more about supporting strong working relationships to help deliver innovation, ideas and a happier workforce.
New technologies affect how people view their organisational culture. People with access to new technologies are more likely to characterise their organisations as having a culture of mutual trust and loyalty, and more likely to trust their colleagues. This suggests that new technologies may be one way of enabling people to form strong working relationships and to keep in touch with one another day to day.
Organisations need to think about how they can make best use of different forms of communication and different types of technology, old and new. This calls for managers to think innovatively about what tools to use to develop and sustain different relationships and to manage different situations, from dealing with conflict to having a chat. Old and new technologies can complement one another in helping organisations create the kind of culture that people prefer and the relationships that can help to sustain innovation and prosperity in a 21st century economy.
It’s clear that these trends are not making place less important. Instead it seems to be becoming more important – the map above shows where the most productive industries (‘knowledge intensive industries) are located and it’s clear that this is in cities. Cities are becoming much more important economic drivers of the UK economy because they offer businesses access to consumers, specialist labour and opportunities to exchange ideas. The study of technology shows that it enables new ways of communicating but does not replace the importance of face to face communication.
This suggests that:
We should be making use of our city centres to create spaces that encourage networking and interaction
We should not assume that technology will stop people wanting to work in cities – but it is likely to mean that people want to work in different ways
It’s clear that these trends are not making place less important. Instead it seems to be becoming more important – the map above shows where the most productive industries (‘knowledge intensive industries) are located and it’s clear that this is in cities. Cities are becoming much more important economic drivers of the UK economy because they offer businesses access to consumers, specialist labour and opportunities to exchange ideas. The study of technology shows that it enables new ways of communicating but does not replace the importance of face to face communication.
This suggests that:
We should be making use of our city centres to create spaces that encourage networking and interaction
We should not assume that technology will stop people wanting to work in cities – but it is likely to mean that people want to work in different ways
It’s clear that these trends are not making place less important. Instead it seems to be becoming more important – the map above shows where the most productive industries (‘knowledge intensive industries) are located and it’s clear that this is in cities. Cities are becoming much more important economic drivers of the UK economy because they offer businesses access to consumers, specialist labour and opportunities to exchange ideas. The study of technology shows that it enables new ways of communicating but does not replace the importance of face to face communication.
This suggests that:
We should be making use of our city centres to create spaces that encourage networking and interaction
We should not assume that technology will stop people wanting to work in cities – but it is likely to mean that people want to work in different ways